Downloaded 133 times
![How Deep Do We Go ?
• 3 or 4 levels should be sufficient BUT it depends on
– Level of risk
– Level of control - what you define you have to control
– Need for estimating accuracy
– Value of the work
– Hours required.
• “Ideal work packages are 80 hours [effort] and less than 2-4 weeks duration”
(Kerzner 1998 p.548)](https://image.slidesharecdn.com/lecture4workbreakdownstructuresissue1-150616063954-lva1-app6892/75/Work-breakdown-structures-15-2048.jpg)
Uploaded byIan Cammack
Work breakdown structures
This document discusses work breakdown structures (WBS), which are hierarchical decompositions of the work required to complete a project. It defines a WBS and provides examples. The key purposes of a WBS are to define the project scope, assist with communication and planning, and provide a framework for monitoring progress. The document outlines best practices for constructing a WBS, including ensuring it includes all deliverables and work, decomposing work into an appropriate level of detail, and using a coding scheme. Risks of a poorly constructed WBS include an incomplete project definition and scope creep.
In this document
Powered by AI
Dr. Ian Cammack presents on WBS as part of MSc Project Management course.
Definition of WBS: Hierarchical decomposition for project deliverables, organizing project scope.
An example is provided to illustrate the concept of Work Breakdown Structure.
WBS aids in defining scope, facilitating communication, and provides a framework for performance objectives.
Principles include inclusivity of all work and deliverables, emphasizing the 100% rule in WBS construction.
Details of WBS levels from single elements to decomposed processes, with structured numbering.
Content related to multiple presentations on WBS is listed.
Continued content on additional presentations related to WBS.
Further information on additional presentations concerning WBS.
Guidelines for clarity in WBS documentation, emphasizing formatting and printing standards.
Key elements defined: Deliverables, Processes, Activities, showing how they form the WBS.
Definitions of project-related terms: Deliverable, Process, Activities, essential for WBS.
Quality criteria include deliverable orientations, 100% work coverage, stakeholder communication.
Guidelines on how deep to decompose tasks based on various project factors.
WBS integration for contractors, aligned with owner's WBS, ensuring comprehensive tracking.
Identifies risks like incomplete definitions and scope creep from a poorly constructed WBS.
Checklist for assessing WBS development, ensuring all aspects of project are addressed.
Additional diagnostic and example resources from PMI standards for effective WBS construction.
Components of work package descriptions including constraints, reporting, and agreement on terms.
More Related Content
Similar to Work breakdown structures
![SHS_Core_CAE_Q3_LE1 FOR THIRD [FINAL].pdf](https://cdn.slidesharecdn.com/ss_thumbnails/shscorecaeq3le1final-251116055110-e3081055-thumbnail.jpg?width=640&height=640&fit=bounds)
Work breakdown structures
- 1. Dr Ian Cammack [email protected] MScProject Management MANG6310: Breakdown Structures
- 2. Definition • “A deliverable-orientatedhierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work …” PMI 2006 p. 3
- 3.
- 4. Purpose • Definition ofproject’s scope / assists communication • Balances control needs with an appropriate and effective level of detailed project data • Framework for specifying performance objectives / estimating & change control • Framework for status & progress reports. It supports quest for accountability • Communication between project manager and stakeholder
- 5. Key principles • Allthe work done by both internal & external participants • All deliverables - internal, external & interim • 100% rule: – the sum of the work at a ‘child’ level must equal 100% of the work represented by the ‘parent’ – Do not include work outside the scope of approved work
- 7. • Level 1is always a single element • Level 2 high level deliverables / products. Defined by nouns & numbered #.# (e.g. 1.1) • Level 3 decomposes level 2 into sub-products or into work processes. Defined by nouns for products and nouns + verbs for processes. #.#.# (e.g. 1.1.1) • Level 4 decomposes processes into activities #.#.#.# (e.g. 1.1.1.1)
- 8.
- 9.
- 10.
- 11. Presentation 6: WBSDictionary Whichever you choose to use make sure it is clear - font at least 10 pt (A4 page) - Can be printed out clearly in monochrome (black, grey & white)
- 12.
- 13. Definitions • Deliverable (Product):anactual entity required by the project; should be specified within the Statement of Requirements • Process: a series of actions that produce a change or development • Activities / Tasks: a specific deed, piece of work required to be done
- 14. Quality criteria forbreakdown structures • Deliverable orientated grouping • Defines scope of the work • Communicates scope to all stakeholders • 100% of work inc. internal, external and interim deliverables • Level of decomposition (depth) is driven by risk • Each element can be assigned to accountable individual / unit • 100% rule for ‘parent’ : ‘child’ groups • Nouns for deliverables (upper levels) • Nouns & Verb descriptors for processes / tasks (lower levels) • Uses a coding scheme to indicate hierarchical structure • Create by the people doing the work • Constructed with technical input from subject experts • Constructed in an iterative fashion • Updated in accordance with project change control
- 15. How Deep DoWe Go ? • 3 or 4 levels should be sufficient BUT it depends on – Level of risk – Level of control - what you define you have to control – Need for estimating accuracy – Value of the work – Hours required. • “Ideal work packages are 80 hours [effort] and less than 2-4 weeks duration” (Kerzner 1998 p.548)
- 16. Contractors WBS Bid packages •Contractorsdevelop WBS aligned to owners WBS •Integrate many subcontractors WBS into master plan •Owner tracks against contractors WBS
- 17. Risks from apoorly constructed WBS • Incomplete project definition • Unclear work assignments, goals / deliverables • Scope creep • Budget / schedule overrun (as they were not based on all the work) • Missing work items
- 18. How to …. •Has the project been defined in a charter, mandate, statement of requirements etc.? • Is the WBS being developed by the people doing the work? • What are the projects component parts? • Have all deliverables / products been identified (internal / external & interim)? • What needs to be done? • Has the project been thought through? Are products decomposed to processes? • Has work associated with managing risk been identified?
- 19. Additional information • Problemdiagnostic checklist from the PMI practice standard for WBS (double click on gold box) • Example of a WBS from the PMI practice standard (double click on blue box)
- 20. Post Script: WorkPackage Description • Date • Person authorised : individual with whom the agreement has been made • Work Package Description: • Product Description: attach the relevant product description(s) • Techniques / process / procedures to be used • Interfaces with other products to be satisfied • Interfaces with other people • Joint agreement on effort, cost, start & end dates • Constraints • Reporting arrangements / Problem handling escalation OGC 2005 p.391-392